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7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
7 key ingredients of a ce program in telecoms
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7 key ingredients of a ce program in telecoms

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Find out about the most effective way of prioritising your Customer Experience initiatives.

Find out about the most effective way of prioritising your Customer Experience initiatives.

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  • 1. The 7 Key Ingredients of a Successful Customer Experience Program in Telecoms Beyond Philosophy Speaker Panel: Colin Shaw, Founder & CEO Zhecho Dobrev, ConsultantBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 1
  • 2. Webinar Interface Review 1. Viewer Window 2. Control PanelBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 2
  • 3. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 3All rights reserved
  • 4. Who are Beyond Philosophy? We are pioneers in the We work in many countries Thought leadership is our Customer Experience is all Customer Experience across several continents differentiator. We have literally written we do! space. the books on Customer Experience. We put emphasis on the We maintain links with Evidence based consulting - emotional side of customer academia to keep us aligned we look for what really drives experience with the latest breakthroughs business valueBeyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 4All rights reserved
  • 5. Some of our clients…Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 5All rights reserved
  • 6. The 2011Beyond Philosophy Global CE Management Survey: Telecoms Allocate Most Resources to CE http://www.beyondphilo sophy.com/thought- leadership/webinars/cu stomer-experience- strategies-innovation- and-best-practices- around-worlBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 6
  • 7. Bloomberg confirmation…Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 7
  • 8. Yet, the experience they deliver is not one customers are particularly happy with… Source: LinkedInBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 8
  • 9. How we conducted the research? Qualitative and Quantitative feedback from Senior Customer Experience Professionals in near 40 companies over four month period from around the globe including: USA Canada Saudi Arabia UK Belgium Latin America Romania France Ireland Spain Poland Nigeria Sudan Slovenia SwedenBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 9
  • 10. Which is the most admired telecom? Telecoms are too internally focused on what is happening in their industry Telecoms need to learn from other industries to set themselves higher standardsBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 10
  • 11. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 11All rights reserved
  • 12. Who owns the Customer Experience? CEO (President) Independent Cross- Marketing Operations Customer Service Sales Functional CE Unit Customer Customer Customer Customer 9% Experience Experience Experience Experience 50% 18% 18% 5%Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 12
  • 13. Observations From Our Research - Typical CE Maturity Path Support by CEO Establish Veto rights Forming a CE unit Naïve Stage Low End Transactional Stage High End EnlightenedBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 13
  • 14. Five Stages of Organizational Customer Experience Journey Natural Stage No need for Chief Customer Officer and control over departments Enlightened Stage • Chief Customer Officer • Inputs into Operational Budgets • Authority over other departments • Sets the customer measures and is • HR responsible for achievement cross-functionally: • Ops • Sets the cultural framework High End Transactional Stage • Equal authority to any of the • CE people introduced earlier on in the process functional groups - two gate entries e.g. in the design phase and • Decisions have to be signed by later on in the final testing phase the CE member • Meet the board twice a month • Veto rights • Appointments to talk to the CEO Low End Transactional Stage • Responsible for: • However: • customer measures • Dispose of limited budget • Prioritise initiatives • No authority to: • Facilitate changes • affect change in other departments Authority • Consult other department • access budgets in other departments Naïve Stage • Study Customer Expectations • Identify Problems • Analyse Cust. Feedback • Findings passed up the chain for others to act ResponsibilityBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 14
  • 15. B2B vs B2C Telecom Experience: Lack of 360° View B2C B2B Focus and more Lack of 360° view resources on the B2C The daughter of a CEO had a very bad experience on a pre-Difficult to get to know paid tariff and he did customers More Personal not renew the B2B contract, even though the provider was cheaper. Less emotional More about Relationship Beyond Philosophy © 2001 - 2012 All rights reserved www.beyondphilosophy.com 15
  • 16. Our recommendations for each stage of organizational development… (based on the research and observations) • Naïve stage • Need the support of an exec • Best if the CE is within customer focused part of the organization • Start with a few pilot projects to achieve quick wins and prove the concept • Start sending around materials from other companies who have successfully changed • Transactional stage • Best to position the CE as a cross-functional unit • Highlight cross-functional issues • CE head need to have authority, not just responsibility • Enlightened stage • More focus on cultural aspectsBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 16
  • 17. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 17All rights reserved
  • 18. What are the biggest organizational hurdles to improving the Customer Experience? 70% Would execs prioritise a CE initiative on the 40% queue for IT support ahead of a sales or marketing 20% 20% one? 10% 8% Silo Mentality Inability to Lack of Control Lack of Org. Resistance to Lack of Exec Prove Financial Over OPEX Understanding Change Support Benefits of CEBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 18
  • 19. Our recommendations … (based on the research and observations) • Work cross-function – Form a CE Council • Understand stakeholders’ drivers/objectives • Agree cross-functional initiatives to go into the budget planning process • Gain central budget resource to implement cross- functional programs • When senior people not in support - start with mini pilot projects e.g.: • decrease of calls; - explain to new customers where to go etc. • link NPS to growth • 9 out of 10 will spend more money • some things dont cost much money - e.g. making employees happyBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 19
  • 20. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 20All rights reserved
  • 21. Would your front line people be able to articulate what is the experience you are trying to deliver? In majority of Telcos employees do not have a clear view as to what is the experience they should be manifesting! 30% 30% 25% 15% Yes, for the Yes, but only No, as we No, as we most part a handful haven’t haven’t will rolled it out defined it yet yetBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 21
  • 22. All heading at the same direction? Systems Every bit of the organization impacts customers and business value. What happens back in Legal and HR, Logistics or Admin has impact on the end customer experience one way or the other. It is crucial that every bit of the organization shares the same understanding of what is the experience to deliver.Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 22
  • 23. Best Practice: 40 percentage points increase in Net Promoter ScoreBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 23
  • 24. Our recommendations … (based on the research and observations) • Define the Customer Experience you want to deliver • Think of the implications to make it happen • Roll it out across the organization • define do’s and don’ts • use interactive ways to embed in people’s minds • Use it in: • decision making • training • recruitment • assessmentBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 24
  • 25. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 25All rights reserved
  • 26. What are the common elements of the customer experience most Telcos are striving for? Fixing the Basics 67% 33% 27% 8% 8% 8% Simplicity Friendliness Delight/Wow Total Quality Positive Efficiency EmotionsBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 26
  • 27. How do we know which emotions drive business value? 2 years of baseline research with London Business School ( 2005 – 2006) identified 20 emotions clustered into 4 hidden factors and that drive/ destroy value for business.Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 27
  • 28. Fixing the Basics - Emotional Implications Telco Index Overall Business Index (n=1,187) (n=30,254)10 9 8 7 6 Fixing the Basics 5 Complaints VOC 4 3 2 1 0 28Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 28
  • 29. Our recommendations … (based on the research and observations) • Organizational education required to sell the concept of customer emotions as a business differentiator • Case studies of other organizations • Evidence and exposure to senior executives of emotional experiences (based on research) • Focus on evoking deliberate positive emotions e.g.: • Senior people felt embarrassed by young reps treating them as stupid – operator made reps to say “well I don’t know that myself, let’s find out together” • B2B customers on the other side needed reassurance; just someone to check at the end on the call that they got what they needBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 29
  • 30. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case of CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 30All rights reserved
  • 31. Yet, are businesses operationalizing emotions? Do you use customer journey Have you defined what emotions maps within your company? to evoke at certain customer touchpoints? 85% 70% 30% 15% Yes No Yes NoBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 31
  • 32. Example: Process Journey Maps (Charge Card Company) Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cross sold by an agent Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation •Direct Debit No Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 32
  • 33. Cognitive Dissonance Experience Psychology Points Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cognitive Cross sold by an agent Dissonance Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation Peak End •Direct Debit Prospect No Rule Theory Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 33
  • 34. Cognitive Dissonance Positive Emotion Points Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cognitive Cross sold by an agent Dissonance Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation Peak End •Direct Debit Prospect No Rule Theory Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 34
  • 35. Cognitive Dissonance Negative Emotion Points Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cognitive Cross sold by an agent Dissonance Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation Peak End •Direct Debit Prospect No Rule Theory Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 35
  • 36. Our recommendations … (based on the research and observations) • Operationalize the use of Journey Maps • Don’t just map the process from internal point of view • Embed: • Psychological moments of contact • Positive emotion points • Understanding of the negative emotion points • Redesign the experienceBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 36
  • 37. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 37All rights reserved
  • 38. What plays the biggest role in deciding where to focus your efforts on improving the CE? We look at the customer 35%complaints data We askcustomers what is most 40% important for them We do data modelling 25% Beyond Philosophy © 2001 - 2012 All rights reserved www.beyondphilosophy.com 38
  • 39. SEM Summary Table – Premium Consumers Not very desirable but drives Big opportunity to lots of value increase ARPU Very desirable but drives little valueBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 39
  • 40. Priority Order of the Attributes (Combined desirability and current value) Desired by Customer Effect on ValueTop Ten - 0 Relative Magnitude + Beyond Philosophy © 2001 - 2012 All rights reserved www.beyondphilosophy.com 40
  • 41. Our recommendations … (based on the research and observations) • Surveys and focus groups bring out only whats easy to verbalize • And whats easy to verbalize is not necessarily whats important • Prioritise your initiatives on what would actually drive business value, not just what customers say they want • Insert emotions into your predictive modelling • Prioritise work to gain further engagement from different parts of the organizationBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 41
  • 42. Questions … 1. How is CE Governed in Telcos? Organizational challenges to CE – how to overcome 2. silos? What is the Experience Telecoms are trying to 3. deliver? How emotions are emerging as a competitive 4. differentiator? 5. What are the leading practices in journey mapping? What is the most effective way of prioritising your 6. CE initiatives? 7. How to build a business case for CE initiatives?Beyond Philosophy © 2001 - 2012 www.beyondphilosophy.com 42All rights reserved
  • 43. How to build a business case of CE initiatives? • All CE initiatives cost money • Justify using cost savings • Improvements in efficiency • Operational expenses • Cost per complaints • Impact on Growth: • Churn • Increase revenue - NPS 50% 50% • Intangible – CSAT, Total Lifetime Value • Not to reduce sales and better to 40% improve it 30% 10% Cost Savings Decreasing Effect on NPS Increase in No Mechanism churn CSATBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 43
  • 44. Link between Net Promoter Score and Growth (Allianz Research)Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 44
  • 45. Maersk Line : NPS up by 40%, Cargo volume by 10% over 30 months Beyond Philosophy EngagedBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 45
  • 46. SummaryBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 46
  • 47. Beyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 47
  • 48. Thanks for Attending! Events you might be also interested in… How Maersk Line improved their Customers are Irrational stop Net Promoter Score by 40 points, fighting – Embrace irrationality! through improving their Customer Experience? Thursday, June 21, 2012 Tuesday, May 15, 2012 11:00 – 12:00 PM EDT 11:00 – 12:00 AM EDT 4:00 – 5:00 PM GMT 4:00 – 5:00 PM GMT http://www.beyondphilosophy.com/thought-leadership/webinarsBeyond Philosophy © 2001 - 2012All rights reserved www.beyondphilosophy.com 48
  • 49. Thank you!Colin ShawFounder & CEO@ColinShaw_CXZhecho DobrevConsultant@ZhechoDobrev www.beyondphilosophy.com

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